Since the early 1990s, Samsung and IDEO have shared a history of influential and award-winning collaboration. Together, the two companies have worked on more than 50 projects, the offerings created by this partnership spanning a broad spectrum, from a series of conceptual multimedia devices to industry-changing monitors, TVs, laptops, mobile phones and interfaces, computer peripherals, and mobile platform strategies. But beyond the design of products brought to their global market, the Samsung/IDEO partnership used the human-centered design approach to produce the innovation that ended up transforming the electronics giant’s entire business.

After years of being an industry fast-follower, Samsung approached IDEO with the idea of an immersive cultural exchange. Samsung designers, marketers, and strategists came to Palo Alto and set up a studio near IDEO to learn everything they could from the US consumer market and IDEO’s design approach. Together, the teams began to design groundbreaking electronics products, while using design thinking to look at the entire business through a new lens. By putting users at the center of the process, and beginning to understand their needs and emerging behaviors, Samsung found it could not only satisfy existing customers, but also begin to anticipate market shifts. This tipping point led Samsung to evolve into a market leader.

Samsung and IDEO created a design powerhouse, following a journey from designing products to services to experiences, interactions, and innovation that moved Samsung away from consumer electronics toward an even bigger market of back-end services and interactive and systems-based services.

Culturally, the partnership with IDEO has helped Samsung adopt new ways to integrate internal teams, a human-centered design approach and iterative prototyping, and the methodologies to merge technology and design to create a leading-edge consumer line and brand. As evidence of Samsung’s rise to being one of the world’s largest design-driven companies, the company has more than doubled its internal design teams since 2000, according to the article “Samsung Design” in BusinessWeek Online.

Some of the projects include:

LCD Computer monitors
Samsung and IDEO created the industry-standard 970P and 971P monitors, featuring clean surfaces, contrasting textures, and a simple design for a premium look and feel. Designed with IDEO founder Mike Nuttall, they won both the 2009 iF Award and a 2007 IDEA Gold award.

Brand awareness for Samsung Memory
Wanting to raise awareness about Samsung Memory’s products that enhance the performance of electronic devices, IDEO and Samsung designed a humorous campaign that highlighted consumers’ need for Samsung Memory.

SimpleMedia and TotalMedia home entertainment concepts
IDEO and Samsung designed two concepts: SimpleMedia combined a computer, television, DVD, fax, and telephone; TotalMedia featured an adjustable screen and LCD projector combination. Although neither was ever produced, they were honored with design awards from ID Magazine and BusinessWeek, respectively.

SyncMaster 400TFT Flat Panel Display
Samsung and IDEO designed the SyncMaster LCD flatscreen multimedia monitor to be thin and elegant, and it garnered several design awards in Korea, Germany, and the U.S. The British magazine T3 called it “the sexiest monitor we’ve ever seen.”

Nana Joes, a beloved San Francisco granola company, was born from an avid surfer’s desire to bring healthy breakfast back to the kitchen table. Embracing the philosophy that good food is about wholesome ingredients prepared with care, the startup took pride in carefully scraping each vanilla bean by hand and soon gained a devoted following at farmers markets around the Bay Area.

As Nana Joes’ reputation grew beyond the hills of San Francisco, the company asked IDEO to explore how to take a small company and scale the brand for national distribution, while keeping its heart and handcrafted ethos at its core.

A team of IDEO designers set out to position Nana Joes for growth by developing a brand identity and packaging system that would resonate with customers and reduce operational complexity. The entire team went on factory tours and met with packaging suppliers to identify solutions that would be easily manufactured en masse, but still retain the familiar handcrafted feel. With mock-up packaging in hand, they hit local farmers markets to conduct live in-market prototyping with both loyal and new customers and met with retail buyers to get their real-time reactions to how the brand and packaging stood out on shelves.

The final deliverables included new branding and packaging for the entire line of granola, granola bars, and cookie products, as well as a guide for Nana Joes to operationalize the rollout by 2016.

The legacy company that produced the first phone book in Australia more than 130 years ago—and the disruptive change it represented—became directories company Sensis. As Sensis made the transition from a print directory to a digital service in recent years, the company came to IDEO to foster a startup mindset.

Together, Sensis and IDEO identified four ways for Sensis to become more agile: Focus on the company’s core skills, revitalize the product development process, develop insights about Sensis’ global competitors, and strengthen connections to current and potential customers.

After prototyping more than 65 ideas, the team decided on an app, Skip, with which a customer connects remotely to her favorite café right from her phone, sends her order, and schedules a time to pick it up. Then she breezes past the line when she arrives at the café.

To understand how this app might work in the real world, the team fanned out across Melbourne, talked directly with café owners and their customers, gathering data, and watching behavior, then launched the live app just 10 weeks after developing the first prototype.

Watch: Team members from Sensis and IDEO share their experiences.

Fueled by a mission to “help everyone love what they eat,” the Chicago-based food-tech startup Food Genius created a consumer-facing mobile app that used a complex algorithm to track more than 16 million restaurant menu items and classify consumers’ dining-out behaviors.

After the year-old startup became part of IDEO’s Startup in Residence program in Chicago, the company changed its focus from consumers to the food industry.

To build their food industry-focused platform, the designers collaborated on a number of business and technological development strategies, product road-mapping, and a prototype viral marketing experience called Curry Crawl to test the usability of the new API.

In April 2016, Food Genius was acquired by US Foods. "What was really striking about US Foods is that they take a very analytics-driven approach to their business," said Justin Massa, founder and former CEO of Food Genius. "They bought the technology knowing it's going to be able to do great stuff."

If you know what we’re talking about, you could well be one of the world’s frustrated changemakers. You can see that change is essential, but you’re struggling to light the spark because your business’s indicators are all annoyingly positive. If this is you, what can you do? Should you hope for—or, even, engineer—a crisis?

This was one of the questions a group of business transformation leaders took on recently, at our Make Change Happen event in Munich, Germany.

“It would be a lie to say that a good crisis or a good disruption doesn’t help,” said Roman Lentz, Chief Digital Transformation Officer at global building materials firm Heidelberg Cement. “Because if you honestly look at organizations that change the fastest, they’re the ones with their backs most strongly against the wall… And frankly, that’s my challenge, because we’re not in crisis. We’re producing healthy margins. We’re not seeing cement being disrupted any time soon.”

Sandra Schiller, Head of Product Management for Valves and Automation at Georg Fischer Piping Systems, agreed. A crisis, Schiller noted, “can force through faster changes.”

But this doesn’t mean you should wait for a crisis, as London’s black taxis discovered, a few years too late.

“Black taxis were untouchable,” said Ben Terrett, CEO of Public Digital, a firm that partners with IDEO and specializes in digital transformation. “So untouchable that some of their services and ways of operating were protected by regulation. They have special parking spaces in London, special streets only they can go down… certain roads only they can pick up from.”

But then wave after wave of digital disruption flooded in as they sat behind the wheel, watching their dominion ebb away. First, GPS meant that the traditional cab drivers’ knowledge of London’s labyrinthine streets was no longer the golden ticket it had once been.

Then Uber arrived, and its bookable, predictable, low-cost rides started to eat into the black taxi business. So how did London’s cabbies respond?

“Their defense has ended up being reputation,” said Terrett. “That’s basically their only defense: ‘But we’re the black cabs!’”

Turns out customers weren’t as attached to the reputation of London’s cabs as cabbies were—and they couldn’t compete with the convenience and cost-cutting of on-demand services. Now the London Taxi Drivers Association (LTDA) wants to sue Uber for the earnings its 25,000 members lost in the first five years they were operating in the city. The LTDA estimates that cabbies lost £10,000 each per year, and has been taking legal advice to sue for £1.25 billion.

It didn’t have to come to this.

“What’s interesting is that people have been trying to help them—by building services on top of their service,” said James Higgs, Executive Director for Digital Transformation at IDEO London.

In 2011, the year before Uber launched in London—Hailo, now MyTaxi, tried to bring the predictability of a booking app to the black cabs.

“Taxi drivers didn’t even want that,” Higgs said. “They would charge you an outrageous minimum fare… they even resisted companies trying to help them deliver a better service!”

We don’t want to pick on London’s iconic cabs and their drivers. They’re not even employees of a centralized company that one could point a finger at—they’re self-employed. But we think there are lessons here for us all.

“The black cabs are a good analogy for a lot of businesses,” said Terrett. “I can see lots of industrial-era companies who, when digital organizations go after their market, their defense is ‘well, we’re us, we’re the number one brand in this market.’ That’s no longer a good enough defense.”

Here are three key takeaways for businesses looking to inoculate themselves for potential disruption:

1. Don’t wait for a crisis

Just as you shouldn’t wish for a crisis to happen, so you shouldn’t wait for a crisis to happen before you change.

“It’s really nice if you start in a safe environment in order to secure your future business,” says Georg Fischer’s Schiller. “It’s not about securing your business tomorrow, it’s about the business for the next few years. And as we are a 200-year-old company, we really would like to be around for another 200 years: And so we have to start working now.”

2. There’s an Uber for your industry, too

The leaders of large industrial companies like Heidelberg Cement and Georg Fischer are investing in digital transformation programs now—because, while there may be no Uber for cement or pipes or any of their other product lines yet, there’s probably an entrepreneur somewhere pitching an idea that sounds something like that to an investor right now.

And because, however unlikely it might seem to some today, it’s certain that digital transformation—defined by Tom Loosemore, a partner at Public Digital, as “applying the culture, practices, processes, and technologies of the internet era to respond to people’s raised expectations”—is going to disrupt every industry, including the one you work in.

3. Digital is your friend

Instead of thinking of digital disruption as a threat—you’re better off picturing it as a friend.

OK, so it’s a friend who needs a lot of hand holding at first. But as long as you’re prepared to invest the time and approach it from a human-centered point of view, digital transformation will make many things a whole lot better. It will increase your productivity, your pace of innovation, your rate of learning, and your customers’ expectations—and it’ll help you deliver on them.

When Georg Fischer’s design teams, for instance, began creating digital prototypes, so they learned new, more flexible, agile ways of working. And they started producing a new, digitally-enabled ‘smart part’ that alerts machine operators to problems in the system, so their customers now have more control over operations.

So, don’t sit by the curbside, your legacy engine idling, as you wait—hope even—for a crisis to come. Instead of clinging to what is, use digital to prepare for what might be. Welcome change in now, from a position of safety, and maybe you can secure your business’s long-term future—and save a cool £1.25 billion.

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Strange as it sounds, the main challenge for some people today is that their business isn’t in crisis. No blockchain or platform or AI startup is threatening to disrupt their market—yet.

Whether you’re looking to be more productive at work or make a more personal change, it helps to have a roadmap. Here are three low-fi methods to help you stick with your intentions for the New Year.

1. Start at the finish line

“Designing Your Life” (DYL) is a popular Stanford d.school course (and now, best-selling book) that helps you leverage design thinking to creatively envision your future. The curriculum guides you to identify and flesh out several different paths (or “odyssey plans”) that your future might take, in order to discover what’s possible and gain clarity about what matters most.

We can apply this same process to 2019. What are various directions that the next 365 days might take? What decisions or moments might guide the path ahead?

Try this:

• Close your eyes and visualize where you might be at the end of 2019, in as many as three different scenarios.
• Choose the path that excites you most, and write a eulogy, looking back on the passing of 2019. What did you learn, do, and experience? What events or opportunities created meaningful twists and turns along the way?
• Reflect on the eulogy and see if you can identify any surprising patterns or trends in the language. These might hint at a few of your New Year’s resolutions or areas that matter to you for 2019.
• Store the eulogy in a place where you’ll stumble upon it throughout the year, or seal the letter in an envelope to open one year from today.

2. Step into your discomfort zone

Doing things that scare us can be healthy and inspiring. Take Jia Jiang, who overcame his fear of rejection by spending 100 days asking for what he thought he would never receive—everything from a “burger refill” at a restaurant to a live radio interview. Not only did he gain confidence in asking for what he truly wanted, but he even walked away with some critical yeses to his asks, opening the door for him to do things he never thought possible.

What fears do you want to conquer in 2019? Here’s one way to get started:

• Draw three concentric circles on a piece of paper, like a target. The innermost circle is your comfort zone. As you move farther from the bullseye, you get farther outside your comfort zone. Everything outside the circle or by the edges of the paper are activities you need the most courage to do.
• Starting from the center and extending to the outermost ring, write down five to 10 activities in each area that you want to do but might need a little extra nudge to make happen.
• Compare your comfort zone map with a partner. Did you flag skydiving as “level-three scary,” only to find that it’s squarely within your partner’s innermost comfort zone? Maybe they could show you the ropes. See if there are also activities where the opposite is true, and your partner can lean on you in return.

3. Break up with it

Do you have a proclivity for showing up late all the time, or a tendency to scroll mindlessly through your Instagram feed in the morning, rather than starting your day intentionally? Do you have a behavior, activity, or even a physical belonging that you want to say goodbye to in 2019, so that you can make room for what you really want?

Once you know what you want to break up with, try this:

• Write a breakup letter. As you’re writing, consider: Why are you done with this behavior, activity, or thing, and what’s going to replace it? Why is this change so critical to make in 2019? How will you make sure that you don’t end up getting back together again? Sign the letter at the end and date it, as you would with a formal contract or pledge.
• Keep the letter in a place where you’ll be reminded to follow through, like on your nightstand or in your wallet.

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Ever since I was little, I’ve been experimenting with different ways to mix up my New Year’s resolution routine—from vision boards and journey maps to classic spreadsheets and lists of lists. But setting resolutions and actually sticking to them can be very different things.

The list is chock full of tips and tools to help you bring a creative mindset to your life and work. We hear you loud and clear: Look out for more how-tos and to-dos in 2019!

PS: Sign up for our weekly email newsletter to stay up to date with The Octopus in the new year.

1. 5 Brainstorming Exercises for Introverts

Shy people of the world, unite! Try these five creative brainstorming exercises to help the introverts among us feel more comfortable contributing their ideas.

2. An IDEO Recruiter’s 5 Tips for Writing a Better Cover Letter

Prepping for a job interview? Use these five tips from a seasoned IDEO recruiter to help you write a compelling, well-crafted cover letter.

3. This Deck of Cards Will Change the Way You Work

It can be a challenge finding the right language for critiquing creative work. That’s why a team of IDEO designers created this deck of cards to establish a shared vocabulary for cross-disciplinary teams.

4. Why Gesture is the Next Big Thing in Design

Soon, communicating with our AI assistants by talking into thin air may no longer be our only—or best—option. Here’s why gesture interfaces could be the future of interaction.

5. Why Workplace Culture Matters (And How to Build a Good One)

You might think workplace culture is about ping pong tables and sparkling water, but really, it’s about creating the conditions for employees to do the best work of their lives. Here’s how to level up your company’s culture.

6. 3 Tips to Help You Prototype a Service

Prototyping is a powerful tool in the design process, but not every prototype can be built out of cardboard and foam core. IDEO U shares tips from their newest course to help you prototype intangible service experiences.

7. 15 Podcasts Playing in IDEO Ears Right Now

Looking for some fresh audio inspiration? Feast your ears on these 15 podcasts hand-selected by IDEO designers.

8. 3 Ways to Get Comfortable with Ambiguity

As designers, it’s our job to help build the future we want to see. While that freedom can be liberating, the ambiguity can also be tough to navigate. Try these mindset shifts to help you embrace uncertainty like it’s no big thing.

9. A Cartography Nerd’s Guide to Custom Map-Making

IDEO’s resident cartography nerd shares his step-by-step guide to designing a custom interactive map.

10. 6 Ways to Hack Your Workspace and Find More Joy at Work

Research shows that feeling joy at work not only increases our wellbeing, but also our job performance. Get started with these colorful ideas from guest contributor Ingrid Fetell Lee, a designer who studies joy.

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From workplace culture to best practices for brainstorming to the future of interaction—2018 has been a year of creative growth for The Octopus. To celebrate, we’ve rounded up our greatest hits—the top ten stories that you, dear readers, have read and shared most this year.

People are talking about what the world will look like once machines take over jobs. But before (and if) we ever get there, the way humans experience the workplace will change in other ways, too. Recently, while a group of us were in between client projects, we spent a week asking questions about just that—the future of work.

We dug into topics like technology, flexible hours, global teams, connection, and community. Once we had our ideas, we prototyped quickly. Building these physical models made the intangible more tangible, which was helpful when talking about something as abstract as the future of work.

In addition to these physical prototypes, we created the following visuals to illustrate what we think might be the future of our nine-to-fives (which we don’t expect to be nine-to-five at all). Here are the four questions we asked and the playful ideas we came up with to help people navigate the ever-changing professional world.

1. How might we foster belonging, connection, and accountability?

Technology lets you work from almost anywhere. But the unforeseen cost of this is often a loss of community, both inside the office space and for those working remotely.

Imagine a small, portable “wormhole” that connects you to a place and those inside. The portal projects the visuals and sounds of your office and coworkers into your space, so you’re no longer alone. Based on your need, the signal strength can be adjusted to convey atmospheric office noise or actual hallway conversations. By turning the device on, you also notify others that you’re available and working.

2. How might we enable our environment to change to support different modes?

With our lives becoming more flexible and connected, the same needs to be true for our spaces. A certain room might need to host an interactive meeting, but also allow heads-down time.

Imagine a digital and physical piece of furniture that transforms your environment. Spatially, the window hides certain areas. Digitally, it displays dynamic images. You can move the window to the wall to showcase a relaxing video of ocean waves, or on top of your kitchen counter to display recipes. Merge multiple windows into a large canvas to turn virtual face-to-face conversations into room-to-room conversations.

3. How might virtual spaces gain a physical presence?

Lawyers, therapists, and teachers are now having more virtual meetings with clients and students. What if this virtual connection came to life in the physical world through new types of digital brick-and-mortar service stations?

What if there was an array of large, screen-based portals throughout your city? The screens create virtual shop windows that integrate into existing shopping streets, letting pedestrians peek inside retail stores and virtually interact with owners. Buildings constructed with the screens can host private conversations with dietitians or job counselors. The screens can create small-scale versions of existing services, too: Banking booths made of screens let tellers offer financial advice to customers.

4. How might we manage changing rhythms, rituals, and transitions?

For many of us, our minds primarily switch between home and work mode. Our environment, attire, and tasks reflect the current mode. The big advantage of this mental separation? Focus.

We envisioned a wearable assistant that autonomously creates your optimal daily schedule based on your relationships and connections using set units of time. The notion of nine-to-five is replaced by alternating, colorful blocks representing work and life activities. The bracelet reminds you of work meetings and the best time to call your parents who live across the globe. If you’re not feeling like exercising, remove the block or push it back in time. The device rearranges your schedule while you focus on the present task.

Asking questions, brainstorming, and quickly prototyping can help bring even the most abstract ideas to life. And even if the prototypes are a little more whimsical than serious, they help us imagine the future in a creative and human-centered way.

The team that worked on these ideas included Julian Kraan, Dogan Sekercioglu, Chloe Lee, Kim Cullen, Matty Martin, Geemay Chia, Andy Deakin, Jayne Jeffries, and Matt Marchand.

As designers, our work begins by asking good questions. They range from the straightforward—how might we make ice cream more portable?—to the wild—how might we design the workplace of the future?

I help organizations cut through complexity by shaping how they show up, through brand strategy, identity, and storytelling.

Working at the intersection of brand and business, I bring an editorial eye and a bias toward making—turning ideas into tangible experiences that people can understand, trust, and believe in.

My work spans government, healthcare, financial services, media, and consumer goods, from launching Gen Z-focused ventures to building innovation labs and reimagining legacy brands. I relish moments of ambiguity and enjoy translating across teams, perspectives, and priorities to move ideas forward.

I started my career in editorial and digital design, shaping cross-platform experiences and identity systems in publishing and agency environments. That foundation still shapes how I work today: I’m detail-oriented, collaborative, and overreliant on the Oxford comma. I hold a BFA in Visual Communication from the School of the Art Institute of Chicago.

For 25 years, I've asked the same question: Who does this design exclude—and what are we going to do about it?

My work spans human-centered strategy, inclusive design, and qualitative research, with clients ranging from Microsoft, Google, and Verizon to the National Science Foundation, and San Francisco Unified School District.

Before IDEO, I taught elementary school in East Palo Alto and spent a decade doing design work with social service organizations—where I learned firsthand what it costs people when systems are built without them in mind.

I am currently writing User Error, a nonfiction book about digital access and the design decisions behind it. I live in Oakland, California.

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My expertise spans brand, communication, and product design across tech, education, the arts, and social impact.

I believe great work demands both high-level vision and obsessive attention to detail, and only happens through collaboration.

I bring an inclusive, hands-on approach and a deep understanding of business, which enables me to consistently deliver excellence while always asking why.

Before joining IDEO, I worked at the brand firms Pentagram and VSA Partners. I began my career as a designer, leading teams at the School of the Art Institute of Chicago and the Milwaukee Art Museum. I hold an MFA in graphic design from Maryland Institute College of Art and a BFA in communication design from the Milwaukee Institute of Art & Design, and have taught at some of the best design schools in the US.

I am responsible for IDEO’s long-term success in China and working with clients to use design as a tool to enable growth. Specifically, I have helped Chinese companies design holistic brand solutions through the development of their products, communication, services, and innovation teams, and I have helped multinationals expand their presence and influence in China.

I advise global leaders on developing China-led innovation and capabilities.

In over 15 years in IDEO Shanghai, I have worked on projects that use design to elevate the quality of the experience of healthcare products and services, streamline processes that increase productivity, create spaces and programs that promote and enable inclusive communities, and build next generation mobility solutions that are planet-positive.

Before joining IDEO, I worked at Philips Electronics and the Electrolux Group in Italy, the Netherlands, and Singapore on a number of breakthrough commercial products. I am a member of the Young President Organization in Shanghai.